Insurance Professionals Talk DEI

A Q&A with the IBAA Convention's DEI Panelists

By Annette Hubick, Editor, Alberta Broker magazine

In anticipation of the panel discussion taking place at the 2025 IBAA convention titled, “Diversity Equity & Inclusion (DEI) in the Insurance Industry,” we invited the panelists to answer a few questions. Our goal: to kickstart the conversation and glean insights valuable to all IBAA members, whether attending the convention or not.

The panel is comprised of four insurance industry leaders who will share their firsthand experiences with DEI. Unfortunately, scheduling conflicts prevented Jennifer Lau, president of the Canadian Chinese Insurance Professionals Association, from participating in our Q&A. We are grateful to the other three panelists who could answer our questions:

• Dionne Bowers, senior insurance professional,Canadian Association of Black Insurance Professionals

• Aly Kanji, president & CEO, Insureline

• Buffy Mills, Indigenous Employee Benefits Consultant | Employee Owner, Acera Insurance

What are some examples of an insurance brokerage implementing DEI policy in relation ...

... to Staff?

In order to foster an inviting environment within the workplace, there must be a prevailing culture of inclusion. Policy statements are one thing, but how you make people feel included is where the rubber hits the road. One key way to show inclusivity is through the team and culture building activities you undertake as an organization. Most brokerages tend to organize the same types of events: going out for drinks after work and attending sporting events. Drinking culture is not inviting to many, and a lot of people don’t follow sports. Try new things. Make events meaningful for your people by making sure they feel welcome and comfortable participating in your events. After all, the purpose of hosting events for your teams is to foster a sense of belonging and to build camaraderie, and you can only do this if people feel safe and accepted.

Mills: At Acera Indigenous Benefits, our policy is grounded in a commitment to representation and authenticity. We have intentionally mandated the hiring of Indigenous employees to work with Indigenous communities. This is more than just a staffing choice—it’s a value statement. Our clients feel truly understood because our team members are not just working with communities, they are from those communities. This approach helps build trust, relevance and culturally informed service, which are critical in our industry. However, we also recognize a challenge: there are not enough Indigenous people currently represented in the insurance kanji: In order to foster an inviting environment within the workplace, there must be a prevailing culture of inclusion. Policy statements are one thing, but how you make people feel included is where the rubber hits the road. One key way to show inclusivity is through the team and culture building activities you undertake as an organization. Most brokerages tend to organize the same types of events: going out for drinks after work and attending sporting events. Drinking culture is not inviting to many, and a lot of people don’t follow sports. Try new things. Make events meaningful for continued on page 16 and benefits space. To address this, we actively mentor, support and create visibility for Indigenous professionals in our sector, working to make the industry feel more accessible and welcoming. We believe that meaningful DEI work includes not only equitable hiring but also investing in long-term pathways for Indigenous talent to thrive in our field.

... to Clients?

Kanji: Demonstrating diversity in client interactions is essential to create an environment where clients feel valued and understood. One way to achieve this is through inclusive marketing and communication. Make a conscious effort to ensure that marketing materials reflect the diversity of your client base. You can do this by using diverse imagery, using inclusive language and ensuring that the marketing reflects the lived experiences of multiple groups. Recognizing different ethnic and cultural holidays is an easy way to do this. Another way is to have multilingual marketing and support for clients who may not be fluent in English.

Mills: From our clients’ perspective, representation matters deeply. Many of the Indigenous organizations we work with are actively seeking partners who understand their values, histories and lived realities. At Acera Indigenous Benefits, our team is made up of Indigenous professionals who come from the very communities we serve. This creates a level of trust, cultural safety and mutual respect that simply cannot be manufactured—it’s lived and felt in every interaction. Our clients often ask how we give back and how we support reconciliation in our work. For us, reconciliation is about action. We prioritize community involvement, advocate for better benefits for Indigenous people and support economic development by hiring Indigenous professionals whenever possible. Acera, as a company, stands behind us by referring Indigenous business to our team and partnering with us to strengthen the relationships and connections we’ve built over time. This kind of backing allows us to continue doing this work in a good way—honouring community, building capacity and helping our clients feel seen, heard and supported.

... to Community?

Kanji: Establishing relationships with diverse communities within your larger geographic trading area is critical to building trust and credibility for your brokerage. Encourage your staff to participate in their own community events as ambassadors for your brokerage as well as sponsor initiatives and events. Seek to serve those underrepresented groups by showing your support and participating, not just with monetary support but by attending and embedding yourself within their communities. Token sponsorship does not demonstrate a willingness to understand and engage. If you can build genuine connections within diverse communities and groups, not only will the brokerage better understand the unique needs of the communities it serves, it will also serve as an example to your team of the value and emphasis placed on diversity and inclusion within your organization, while positioning your brokerage as a trusted partner and ally.

Mills: From a community perspective, having an Indigenous-led team in the insurance and benefits space is powerful. For too long, these systems have been experienced as confusing, extractive and culturally disconnected. When community members engage with Acera Indigenous Benefits, they’re often surprised—and relieved—to find people who look like them, speak like them and understand where they come from. That representation creates an immediate sense of safety and belonging. Our presence in this space signals to communities that change is happening—that there is room for Indigenous voices, leadership and ways of knowing in financial and wellness systems. We don’t just work for community; we work with community. We’re at local events, supporting youth initiatives, investing in culture and showing up in ways that matter. Because our team members are from the Nations we serve, the work we do isn’t just professional—it’s personal. And Acera supports that by giving us the autonomy to serve our people in a good way and by standing behind our work through referrals, partnerships and investment. That solidarity makes a difference. It helps communities feel like they have advocates inside the system—advocates who won’t settle for less than what our people deserve.

What is a common misconception of what DEI means in practice?

Bowers: A common misconception about DEI in practice is that the primary focus is on racial, gender or other demographic categories, however, that is not the case. DEI requires a deep dive into the systemic issues and the long-term impact of such initiatives. It is also about the creation of inclusive and equitable environments where all individuals, regardless of background, have equal opportunities to thrive, contribute and grow. These interconnected concepts are not just about numbers or superficial representation; it’s about dismantling inequities and building a more supportive space for everyone.

Kanji: Many believe that the purpose of DEI policies is to bring together people of different colours and genders on moral grounds. Or said differently, we can counteract the disadvantages faced by marginalized groups by instituting hiring practices. I would submit that the true purpose of DEI initiatives is not to create a rainbow. The purpose of DEI policies is not to bring together people of different colours and genders on moral grounds.

The true value in bringing diverse people together is to offer differing perspectives and to create diversity of thought. Diversity of thought generates solutions to problems that are more creative and original. Diversity provides perspective—diversity of experience, diversity of expertise, diversity of mindsets, diversity of lived experiences. These creative and original solutions to problems will ultimately lead to greater profits.

Mills: Too often, DEI efforts feel like tokenism. Organizations may hire an Indigenous person to meet a target or to say they’re “diverse,” but then fail to create an environment where that person is truly valued, respected or supported to lead. It can feel like you’ve been brought in to represent all Indigenous people, to educate others or to give the organization credibility— without being given the resources, voice or influence to make real change.

From an Indigenous lens, DEI must go far deeper. It’s not about optics—it’s about relationships. It’s about understanding that Indigenous people carry not only professional skills, but also cultural responsibilities, lived experiences and intergenerational stories that shape how we move through the world.

True DEI means making space for those realities. It means honouring Indigenous ways of knowing, supporting cultural leave and ceremony, addressing systemic barriers and building workplaces where Indigenous people don’t have to leave parts of themselves behind to succeed.

If DEI is only a policy—it’s not enough. For our communities, it must be a practice rooted in respect, truth and long-term relationship. Otherwise, it risks becoming another colonial tool— another way to be visible but not heard.

How can one avoid or counteract pushback or resistance to DEI initiatives from employees or leadership?

Bowers: To effectively minimize pushback or resistance to DEI initiatives, whether from employees or leadership, it’s important to address concerns proactively, communicate regularly with transparency, create accountability structures as well as illustrate the long-term benefits of these initiatives. Some successful strategies may include:

• Training and development programs focused on the “why” behind DEI and—using data and metrics— demonstrating the overall impact of these initiatives on an organization’s culture, innovation, growth and long-term success.

• Involving leadership early to ensure that there is “buy-in”, visible and intentional commitment as well as ongoing support of these initiatives.

• Engaging employees from day one so that they feel they are contributing to the overall progress and success of the organization.

• Acknowledging and addressing employee concerns and myths around DEI. Focus on the positives to ensure that employees understand that as an organization, an equitable and welcoming environment is being built for everyone to thrive.

• Creating an organizational framework that hold leaders accountable. As an organization, if you are committed to building a more inclusive and supportive space for all employees, DEI progress must be managed as a business goal like any other desired outcome. This will require implementing metrics in performance reviews and leadership evaluations, communicating the progress of initiatives honestly and regularly ensuring that successes, challenges and areas for improvement are identified, analyzed and monitored. There will be challenges, however, leaders who take the time to acknowledge that DEI work is complex, and requires a constant effort, will prosper.

Kanji: Ask: As an organization, do we want to grow? Do we want to generate higher sales and make higher profits? Countless studies have demonstrated that diversity leads to greater profits. More creative thoughts and original ideas originating from a diverse workforce ultimately leads to better results. If you want to make more money, start by creating diversity within your organization.

Mills: From an Indigenous perspective, the first step is understanding that DEI—especially when tied to economic reconciliation— is not optional. Our communities are increasingly holding organizations accountable for their actions, not just their statements. Many Nations and Indigenous businesses will only partner with companies that demonstrate real allyship, tangible commitments to reconciliation, and Indigenous representation at the decision-making table.

When it comes to internal pushback, education is key. Resistance often comes from a place of misunderstanding or fear—fear of change, fear of saying the wrong thing or fear of losing power. That’s why it’s essential to create space for ongoing learning: not just one-time training, but honest conversations about colonial history, systemic inequities and the role business has played in both harm and healing.

Leaders need to understand that DEI isn’t a threat—it’s a business imperative and a responsibility. When organizations invest in DEI, they don’t just create better workplaces—they open doors to meaningful partnerships, talent pools and opportunities for growth that reflect the future of this country.

To counter resistance, we also center relationships. DEI must be rooted in reciprocity and respect—principles that guide many Indigenous cultures. When employees or leadership see that DEI is not about guilt or blame, but about building better systems and stronger communities, the resistance often begins to soften.

Finally, the most effective motivator? Accountability. When clients, communities and Indigenous partners insist on working only with organizations that walk the talk, leadership listens. And we’re seeing that shift. Economic reconciliation is not a trend—it’s a standard. And those who aren’t ready to meet it will be left behind.

What advice would you offer to insurance brokerages to ensure that their DEI initiatives are successful?

Bowers: The advice that I would offer to insurance brokerages to ensure that their DEI initiatives are

• The intentional commitment and support from all leaders, top-down.

• A careful review of recruitment and hiring practices to ensure they are fostering inclusivity and equity.

• Continuing education opportunities.

• Collaboration with diverse internal and external stakeholders which incorporates the facilitation of healthy discussions to identify issues.

• Ongoing monitoring of the strategy to identify areas for improvement.

This list is by no means all encompassing, as DEI initiatives require prioritization, a progressive mindset, hard work and dedication from individuals and organizations who are ready for change. By creating a workplace that considers and supports all employees, clients and stakeholders, you are positively impacting business outcomes.

Kanji: Creating diversity within your organization is a mindset that requires ongoing commitment. It’s not a statement, it’s not a one-off training session, it’s not a box-ticking exercise and it’s not only about changing hiring practices.

Building an inclusive environment must start with buy-in from top leadership that is consistent and visible in its support. Leadership must model inclusive behaviours, allocate resources and be willing to be held accountable. Success will come from addressing company culture, practices and potential systemic inequalities, and doing this consistently until the organization can point to tangible results. Employees at all levels should be involved in the design and execution of ideas, initiatives and experiences. Leadership should seek feedback and input from throughout the organization so that they aren't seen as top-down.

To ensure success, diversity has to be genuinely integrated into the brokerage’s culture. It requires an authentic and long-term commitment from leadership. When done right it will result in a more engaged, loyal and high performing team within your brokerage that will deliver improved results, and ultimately higher profits.

Mills: Make the long-term commitment—and mean it. DEI isn’t a checkbox, a press release or a one-anddone training session. It’s a continuous, evolving practice that requires space, time and care. If you’re serious about creating inclusive and equitable workplaces, you need to commit to building the space—not just inviting people into a system that was never designed for them. That means leadership must be unwavering.

The tone is set at the top. When executives and managers stand behind DEI—not just in words, but in action—it becomes part of the organization’s culture, not just a side project. That commitment will be tested, especially when there’s pushback or discomfort. Stand up for it anyway. That’s what integrity looks like.

Also, don’t expect immediate returns. Real change is slow, relational and sometimes uncomfortable. But it’s worth it. Because the alternative is staying stuck in systems that exclude, overlook, or harm people—and that’s not sustainable for any business, especially in an era where clients, partners and communities are demanding more.

If you’re not sure where to start, listen. Learn from Indigenous voices, from people with lived experience, and from the communities you serve. Let them shape the path forward. And remember: your DEI efforts aren’t just about who you hire—they’re about who you stand with.